Transcript No Slide Title

Succession Planning:
2 perspectives
Presented by:
Tom Kristoph, PRI/Brooks Automation
Vickie Smith, Timberland
Career & Succession Planning
PRI/Brooks Automation
How Did We Get Here?
• Managers ask “ what does the company expected
of me”?
• CEO defines “manager expectations” for Manager
Survival Skills Program
• CEO completes leadership benchmark questionnaire
• Executive team completes leadership benchmark
questionnaire
• The results are in!
PRI Leadership Practices
• Innovative
• Consensual
• Strategic
• Empathy
• Passion
• Empowerment
• Results oriented
• Aggressive
• Tactical
• Persuasive
Brooks Leadership Practices
• Innovative
• Consensual
• Strategic
• Control
• Passion
• Structure
• Results oriented
• Communication
• Tactical
Why Do This?
• Identify company specific leadership behaviors
required for success
• Create a foundation for developing & retaining
our current and future leaders
• Provide a comprehensive development &
feedback process for our leaders
• Serve as a public statement to our managers,
employees, customers & shareholders on the
behaviors we expect from our leaders
Strategic
Our leaders have a sense of direction that goes beyond
today’s agenda; they understand the long range & big picture
implications of their decisions; they plan and anticipate
needs and outcomes; they understand the interdependence
and impact of their decisions on other organizations
Potential Benefits
Potential Risks
• Long-range, multi-year vision
• Thinks in advance of the
competition
• Able to visualize a fresh
future state
• Helps others to see their roles
in the big picture
• Sees the connections
between today’s realities and
tomorrow’s results
• Has breadth but not deep,
analytical, problem solving
• Sets unrealistic goals
• Vision may not align with current
company priorities
• Seen as out of synch with current
realities
• Needs to surround self with &
listen to other perspectives
• Sends people off in too many
directions
Tactical
Our leaders take the initiative; focus on producing high
impact, profitable results; they anticipate and move quickly;
they are flexible, agile and highly opportunistic; they stay
close to the action and have immediate impact on the big
picture
Potential Benefits
Potential Risks
• Practical, common-sense
approach
• Gets things done
• Moves quickly to exploit
opportunities
• Close to the action/customer
• Not bound by methods and
procedures
• Short-term focus balanced with
long-term, innovative visioning
• Keeps close personal eye on
things.
• Becomes overextended
• May “do” at the exclusion of
manage/lead”
• Confuses activity with results
• Jumps in prematurely; seen
by others as micro-managing
• Appears arbitrary and lacking
in-depth thinking
• Others get confused on their
roles/responsibilities
• Operates as a “model” not a
“mentor
Leadership Practices:
Next Steps
• Communication
– Company meetings
– Web Site
– Public statements
– Box lunches, coffee w/CEO
• Recognition & reward
– Performance management
– Public recognition
– Merit/bonus awards
Leadership Practices:
Next Steps
• Hiring
– interview questions
– interview feedback forms
• Development & Feedback:
– Executive 360/Self Assessments
– Leadership Training
– Key Talent Development
– Career & Succession Planning
Career & Succession Planning What is it?
• A process to enhance the commitment,
contributions & retention of People
• A process to select and develop employees
for key positions
• A plan to ensure leadership talent and
bench strength to keep pace with business
growth
Career & Succession Planning Why do it?
• Our growth and success depends on having
the right people committed & ready to take on
leadership roles
– Having “bench strength” ensures coverage
and depth for current key positions
– Having a “key talent pool” provides
organizational agility/flexibility to take
advantage of new opportunities
Career & Succession Planning
1. Approach: Simple & Elegant
– what do we need, what do we have, what
do we do to close the gap
2. Scope: Phased
– start with VP level positions and top 20%
Career & Succession Planning
3. Linked with Other Business/HR Systems:
–
–
–
–
–
Business/Budget Planning
Staffing
Performance Management
Retention/Reward Programs
Leadership Development Programs
• Leadership Practices & LEA 360 Assessments
• Key Talent Program
• Leadership Development & Training Programs
– Manager Survival Skills
– Leadership Training
Career & Succession Planning
• Select the VP Level Positions in the
organization, including your own
• Define the “Success Criteria” for each
position
• Identify key people as “back-ups” with
“readiness levels” & “at-large” candidates
• Establish action plans, staffing plans, and
development plans to ensure depth
Career & Succession Planning - Key Position Replacement Plan
Position
Name
Time in Job
( )
( )
Back-ups
Position
Position
Position
Name
Name
Name
( )
( )
Notes:
•you are not obligated to stay
within your own organization
in identifying backups
•an individual may be a back
up to more than one position
•individuals can be identified
as back up to different positions
by varying readiness codes
•back up may be “external hire”
( )
( )
Readiness Codes:
•Now
(1)
•6-12 months
(2)
•1-2 years
(3)
•2+ years
(4)
( )
( )
Candidates-at-large
_____________(
_____________(
_____________(
_____________(
_____________(
)
)
)
)
)
Career & Succession Planning - Position Profile
Date____ Position_________________
Reports to:_______________________
Probability of position opening within next year? H__M__L__
within two years? H__M__L__
Key Success Criteria
PRI Leadership Practices (check MOST important) Job/Industry Specific Requirements
___Aggressive ___Empathy
1.
___Strategic
___Consensus
2.
___Innovative ___Empowerment
3.
___Results
___Challenge
4.
___Tactical
___Passionate
5.
Incumbent Name_______________Time in Position_________
Strengths
Development Needs
Development/Action Plan
Backup Name____________
Current Position__________
Strengths:
Development Needs:
Backup Name____________
Current Position__________
Strengths:
Development Needs:
Development Plan:
Development Plan:
Career & Succession Planning - Employee Profile
Date__Name_____Joined PRI___Current Position____Department____Location___
Position(s) Identified as Backup For
_________________________
_________________________
Readiness
Level ( )
Readiness
Level ( )
Incumbent
________________
________________
Major PRI Responsibilities/Significant Accomplishments:
Short/Long Term Career Goals: Willing to Relocate? Y__N__
Demonstrated Strengths:
PRI Leadership Practices
Job/Industry Specific Requirements
___Aggressive ___Empathy
1.
___Strategic
___Consensus
2.
___Innovative ___Empowerment
3.
___Challenge
___Results Oriented
4.
___Tactical
___Passionate
5.
Development Needs: (Leadership, Technical, Industry, etc.)
Development/Action Plan
Career & Succession Planning
• Keep it simple
• Be Tactical & Strategic
• Act today; plan for tomorrow
Leadership & Talent Review
Background
• Timberland’s global Leadership & Talent Review
(LTR) process was created in 2003 to provide a
cross functional review of organizational talent.
• The process creates a forum for leaders of the
business to ensure alignment of people resources
against strategic intent to drive business
performance.
• Right People….Right Time….Right Role.
Risks
Lack of succession planning presented four
risks to the enterprise:
•Readiness Risk: Risk of underdeveloped successors
•Transition Risk: Risk of poor assimilation of talent
into the Organization
•Portfolio Risk: Risk of poor deployment of talent
against business goals
•Vacancy Risk: Risk of critical leadership positions
being vacant
Four Key Objectives of the LTR Process
• Identify and assess our internal bench strength
• Drive Leadership development
• Recognize opportunities to strengthen
organizational diversity
• Establish opportunities for broader internal
succession across the organization (lateral depth
and breadth)
Overview of the LTR Process
• Organizational Analysis
• Competencies Assessment
• Leadership Assessment
• Bench Strength
• Diverse Talent
• Overall Talent Assessment
Succession Planning
What we look for:
• Individuals who have potential for significant growth
• Exhibit high performance in new & different situations
• Have a demonstrated track record of building and
fostering collaborative relationships
• Possess leadership potential with a willingness to take
risks while exhibiting in all interactions our core values
Talent Planning Methodology
Selection components:
• An individuals experience
•Languages and mobility
•Career Interests
•Performance History
•Strengths and Development Opportunities
•Potential, readiness & risk
•Defined success factors
•Shared values
•Strong brand affiliation
Organizational Analysis
Identify organizational issues that are
hampering the organization from forward
progress that may include skill gaps, talent
mix/balance and key strategic business
imperatives.
Bench Strength
Positions vs. People:
• Require scarce skill set
• Integrally involved in delivering products or
services
• Are in high demand by competing
organizations
Leadership Assessment Summary
Exceeds
Standard
Legend
RESULTS
 Promotable
 Lateral move
 Business Critical
 Experienced
Professional
 Placement Issue
Below
Standard
Below
Standard
BEHAVIORS/VALUES
Exceeds
Standard
 Too New
Talent Planning Methodology
Tailored individual development plans include:
• Hogan Personality Assessment
• Business events (Sales Meetings, Factories, Analyst
calls, etc)
• Internal Development Coaching / Reading
• Feedback on observed behaviors
• Cross-functional team projects
• Academic / Workshops
Q&A
Thank you.